This document provides a summary of Steve Marquie's professional portfolio, including his mission statement, elevator speech, occupational timeline, and descriptions of two projects he managed at Michigan State University - a water management project from 1996-2004 and an ongoing weather monitoring program called Enviroweather that he has helped manage since 2004. It also includes samples of additional smaller projects demonstrating his management, business, and technology skills.
Globe Textiles New Facility in Ahmedabad Apparel SEZglobeeshop
Globe Textiles (India) Pvt. Ltd. (GTIPL) recently opened its new plant in the Ahmedabad Apparel SEZ. The plant has been so designed to use natural light and ventilation, thereby saving precious energy and conserving natural resources while catering exclusively to global clients.
We will learn the basics of React, with some practical examples, and bad jokes. By the end of the talk you will get a good understanding on React's approach to components, state management, data-flow, and how to easily get started.
Globe Textiles New Facility in Ahmedabad Apparel SEZglobeeshop
Globe Textiles (India) Pvt. Ltd. (GTIPL) recently opened its new plant in the Ahmedabad Apparel SEZ. The plant has been so designed to use natural light and ventilation, thereby saving precious energy and conserving natural resources while catering exclusively to global clients.
We will learn the basics of React, with some practical examples, and bad jokes. By the end of the talk you will get a good understanding on React's approach to components, state management, data-flow, and how to easily get started.
Chapter 5144 PART II + Designing the Supply Chain Netw.docxketurahhazelhurst
Chapter 5
144 PART II + Designing the Supply Chain Network
Travel Costs ($)
State Los Angeles Tulsa Denver Seattle Number
of Trips
Washington 150 250 200 25
40
Oregon 150 250 200 75
35
California 75 200 150 125
100
Idaho 150 200 125 125
25
Nevada 100 200 125 150
40
Montana 175 175 125 125
25
Wyoming 150 175 100 150
50
Utah 150 150 100 200
30
Arizona 75 200 100 250
50
Colorado 150 125 25 250
65
New Mexico 125 125 75 300
40
North Dakota 300 200 150 200
30
South Dakota 300 175 125 200
20
Nebraska 250 100 125 250
30
Kansas 250 75 75 300
40
;c Oklahoma 250 25 125 300 55
Each consultant is expected to take at most 25 trips each year.
(a) If there are no restrictions on the number of consultants at a site and the goal is to m
ini-
mize costs. where should the home offices be located and how many consultant
s should
be assigned to each office? What is the annual cost in terms of the facility and tr
avel?
(b) If, at most, 10 consultants are to be assigned to a home office, where should the
offices be set up? How many consultants should be assigned to each office?
What is
the annual cost of this network?
(c) What do you think of a rule by which all consulting projects out of a giv
en state are
assigned to one home office? How much is this policy likely to add to cost co
m-
pared to allowing multiple offices to handle a single state?
2. Dry lee, Inc., is a manufacturer of air conditioners that has seen its demand
grow significantly.
The company anticipates nationwide demand for the year 2006 to be 180,
000 units in the
South, 120,000 units in the Midwest, 110,000 units in the East, and 100,000 un
its in the West.
Managers at Dry lee are designing the manufacturing network and have selec
ted four poten-
tial sites-New York, Atlanta, Chicago, and San Diego. Plants could have a ca
pacity of either
200,000 or 400,000 units. The annual fixed costs at the four locations are sho
wn in Table 5-6,
New York Atlanta Chicago San Diego
Annual-fixed cost
of 200,000 plant $6 million $5.5 million $5.6 million
$6.1 million
Annual fixed cost
of 400,000 plant $10 million $9.2 million $9.3 million
$10.2 million
East $211 $232 $238
$299
South $232 $212 $230
$280
Midwest $240 $230 $215
$270
West $300 $280 $270
$225
-- ---
Chapter 5
Chapter 11
Chapter 13
Supply Chain Management
STRATEGY, PLANNING, AND OPERATION
F i f t h E d i t i o n
Sunil Chopra
Kellogg School of Management
Peter Meindl
Kepos Capital
Boston Columbus Indianapolis New York San Francisco Upper Saddle River
Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto
Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo
Editorial Director: Sally Yagan
Editor in Chief: Donna Battista
Senior Acquisitions Editor: Chuck Synovec
Editorial Project Manager: Mary Kate Murray
Editorial Assistant: Ashlee Bradbury
Director of Marketing: Maggie Moylan ...
Chapter 5144 PART II + Designing the Supply Chain Netw.docxrobertad6
Chapter 5
144 PART II + Designing the Supply Chain Network
Travel Costs ($)
State Los Angeles Tulsa Denver Seattle Number
of Trips
Washington 150 250 200 25
40
Oregon 150 250 200 75
35
California 75 200 150 125
100
Idaho 150 200 125 125
25
Nevada 100 200 125 150
40
Montana 175 175 125 125
25
Wyoming 150 175 100 150
50
Utah 150 150 100 200
30
Arizona 75 200 100 250
50
Colorado 150 125 25 250
65
New Mexico 125 125 75 300
40
North Dakota 300 200 150 200
30
South Dakota 300 175 125 200
20
Nebraska 250 100 125 250
30
Kansas 250 75 75 300
40
;c Oklahoma 250 25 125 300 55
Each consultant is expected to take at most 25 trips each year.
(a) If there are no restrictions on the number of consultants at a site and the goal is to m
ini-
mize costs. where should the home offices be located and how many consultant
s should
be assigned to each office? What is the annual cost in terms of the facility and tr
avel?
(b) If, at most, 10 consultants are to be assigned to a home office, where should the
offices be set up? How many consultants should be assigned to each office?
What is
the annual cost of this network?
(c) What do you think of a rule by which all consulting projects out of a giv
en state are
assigned to one home office? How much is this policy likely to add to cost co
m-
pared to allowing multiple offices to handle a single state?
2. Dry lee, Inc., is a manufacturer of air conditioners that has seen its demand
grow significantly.
The company anticipates nationwide demand for the year 2006 to be 180,
000 units in the
South, 120,000 units in the Midwest, 110,000 units in the East, and 100,000 un
its in the West.
Managers at Dry lee are designing the manufacturing network and have selec
ted four poten-
tial sites-New York, Atlanta, Chicago, and San Diego. Plants could have a ca
pacity of either
200,000 or 400,000 units. The annual fixed costs at the four locations are sho
wn in Table 5-6,
New York Atlanta Chicago San Diego
Annual-fixed cost
of 200,000 plant $6 million $5.5 million $5.6 million
$6.1 million
Annual fixed cost
of 400,000 plant $10 million $9.2 million $9.3 million
$10.2 million
East $211 $232 $238
$299
South $232 $212 $230
$280
Midwest $240 $230 $215
$270
West $300 $280 $270
$225
-- ---
Chapter 5
Chapter 11
Chapter 13
Supply Chain Management
STRATEGY, PLANNING, AND OPERATION
F i f t h E d i t i o n
Sunil Chopra
Kellogg School of Management
Peter Meindl
Kepos Capital
Boston Columbus Indianapolis New York San Francisco Upper Saddle River
Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto
Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo
Editorial Director: Sally Yagan
Editor in Chief: Donna Battista
Senior Acquisitions Editor: Chuck Synovec
Editorial Project Manager: Mary Kate Murray
Editorial Assistant: Ashlee Bradbury
Director of Marketing: Maggie Moylan.
Many companies see the need and are now seeing the business case and profit results for environmental and social sustainability programs and initiatives. A typical progression is for organizations to look at internal initiatives (i.e., energy efficiency), followed by downstream usage of products or services and reuse, recycling and disposal of products. For maximum beneficial impact, organizations need to leverage the supply base. However, not everyone has the power of Wal-mart, GE or IBM to require suppliers to engage. This presentation is an overview of a practical roadmap for extension of sustainability programs upstream to suppliers that companies of various size and status can follow to make progress and move up the curve toward supply chain sustainability.
Sustainability in Facility Operations 101: Establishing a Foundation For Co...Antea Group
Antea Group Consultant Steven Meun walks you through the fundamentals of sustainability in facility operations, looking at the rationale and the basics for water, waste, and energy.
Leveraging Full Adoption for Demand Management and Capacity PlanningCA Technologies
See Matt Morgan's from UnitedHealth Group, Optum Technology presentation on leveraging full adoption for demand management and capacity planning.
For more information, please visit http://cainc.to/Nv2VOe
Chapter 5144 PART II + Designing the Supply Chain Netw.docxketurahhazelhurst
Chapter 5
144 PART II + Designing the Supply Chain Network
Travel Costs ($)
State Los Angeles Tulsa Denver Seattle Number
of Trips
Washington 150 250 200 25
40
Oregon 150 250 200 75
35
California 75 200 150 125
100
Idaho 150 200 125 125
25
Nevada 100 200 125 150
40
Montana 175 175 125 125
25
Wyoming 150 175 100 150
50
Utah 150 150 100 200
30
Arizona 75 200 100 250
50
Colorado 150 125 25 250
65
New Mexico 125 125 75 300
40
North Dakota 300 200 150 200
30
South Dakota 300 175 125 200
20
Nebraska 250 100 125 250
30
Kansas 250 75 75 300
40
;c Oklahoma 250 25 125 300 55
Each consultant is expected to take at most 25 trips each year.
(a) If there are no restrictions on the number of consultants at a site and the goal is to m
ini-
mize costs. where should the home offices be located and how many consultant
s should
be assigned to each office? What is the annual cost in terms of the facility and tr
avel?
(b) If, at most, 10 consultants are to be assigned to a home office, where should the
offices be set up? How many consultants should be assigned to each office?
What is
the annual cost of this network?
(c) What do you think of a rule by which all consulting projects out of a giv
en state are
assigned to one home office? How much is this policy likely to add to cost co
m-
pared to allowing multiple offices to handle a single state?
2. Dry lee, Inc., is a manufacturer of air conditioners that has seen its demand
grow significantly.
The company anticipates nationwide demand for the year 2006 to be 180,
000 units in the
South, 120,000 units in the Midwest, 110,000 units in the East, and 100,000 un
its in the West.
Managers at Dry lee are designing the manufacturing network and have selec
ted four poten-
tial sites-New York, Atlanta, Chicago, and San Diego. Plants could have a ca
pacity of either
200,000 or 400,000 units. The annual fixed costs at the four locations are sho
wn in Table 5-6,
New York Atlanta Chicago San Diego
Annual-fixed cost
of 200,000 plant $6 million $5.5 million $5.6 million
$6.1 million
Annual fixed cost
of 400,000 plant $10 million $9.2 million $9.3 million
$10.2 million
East $211 $232 $238
$299
South $232 $212 $230
$280
Midwest $240 $230 $215
$270
West $300 $280 $270
$225
-- ---
Chapter 5
Chapter 11
Chapter 13
Supply Chain Management
STRATEGY, PLANNING, AND OPERATION
F i f t h E d i t i o n
Sunil Chopra
Kellogg School of Management
Peter Meindl
Kepos Capital
Boston Columbus Indianapolis New York San Francisco Upper Saddle River
Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto
Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo
Editorial Director: Sally Yagan
Editor in Chief: Donna Battista
Senior Acquisitions Editor: Chuck Synovec
Editorial Project Manager: Mary Kate Murray
Editorial Assistant: Ashlee Bradbury
Director of Marketing: Maggie Moylan ...
Chapter 5144 PART II + Designing the Supply Chain Netw.docxrobertad6
Chapter 5
144 PART II + Designing the Supply Chain Network
Travel Costs ($)
State Los Angeles Tulsa Denver Seattle Number
of Trips
Washington 150 250 200 25
40
Oregon 150 250 200 75
35
California 75 200 150 125
100
Idaho 150 200 125 125
25
Nevada 100 200 125 150
40
Montana 175 175 125 125
25
Wyoming 150 175 100 150
50
Utah 150 150 100 200
30
Arizona 75 200 100 250
50
Colorado 150 125 25 250
65
New Mexico 125 125 75 300
40
North Dakota 300 200 150 200
30
South Dakota 300 175 125 200
20
Nebraska 250 100 125 250
30
Kansas 250 75 75 300
40
;c Oklahoma 250 25 125 300 55
Each consultant is expected to take at most 25 trips each year.
(a) If there are no restrictions on the number of consultants at a site and the goal is to m
ini-
mize costs. where should the home offices be located and how many consultant
s should
be assigned to each office? What is the annual cost in terms of the facility and tr
avel?
(b) If, at most, 10 consultants are to be assigned to a home office, where should the
offices be set up? How many consultants should be assigned to each office?
What is
the annual cost of this network?
(c) What do you think of a rule by which all consulting projects out of a giv
en state are
assigned to one home office? How much is this policy likely to add to cost co
m-
pared to allowing multiple offices to handle a single state?
2. Dry lee, Inc., is a manufacturer of air conditioners that has seen its demand
grow significantly.
The company anticipates nationwide demand for the year 2006 to be 180,
000 units in the
South, 120,000 units in the Midwest, 110,000 units in the East, and 100,000 un
its in the West.
Managers at Dry lee are designing the manufacturing network and have selec
ted four poten-
tial sites-New York, Atlanta, Chicago, and San Diego. Plants could have a ca
pacity of either
200,000 or 400,000 units. The annual fixed costs at the four locations are sho
wn in Table 5-6,
New York Atlanta Chicago San Diego
Annual-fixed cost
of 200,000 plant $6 million $5.5 million $5.6 million
$6.1 million
Annual fixed cost
of 400,000 plant $10 million $9.2 million $9.3 million
$10.2 million
East $211 $232 $238
$299
South $232 $212 $230
$280
Midwest $240 $230 $215
$270
West $300 $280 $270
$225
-- ---
Chapter 5
Chapter 11
Chapter 13
Supply Chain Management
STRATEGY, PLANNING, AND OPERATION
F i f t h E d i t i o n
Sunil Chopra
Kellogg School of Management
Peter Meindl
Kepos Capital
Boston Columbus Indianapolis New York San Francisco Upper Saddle River
Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto
Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo
Editorial Director: Sally Yagan
Editor in Chief: Donna Battista
Senior Acquisitions Editor: Chuck Synovec
Editorial Project Manager: Mary Kate Murray
Editorial Assistant: Ashlee Bradbury
Director of Marketing: Maggie Moylan.
Many companies see the need and are now seeing the business case and profit results for environmental and social sustainability programs and initiatives. A typical progression is for organizations to look at internal initiatives (i.e., energy efficiency), followed by downstream usage of products or services and reuse, recycling and disposal of products. For maximum beneficial impact, organizations need to leverage the supply base. However, not everyone has the power of Wal-mart, GE or IBM to require suppliers to engage. This presentation is an overview of a practical roadmap for extension of sustainability programs upstream to suppliers that companies of various size and status can follow to make progress and move up the curve toward supply chain sustainability.
Sustainability in Facility Operations 101: Establishing a Foundation For Co...Antea Group
Antea Group Consultant Steven Meun walks you through the fundamentals of sustainability in facility operations, looking at the rationale and the basics for water, waste, and energy.
Leveraging Full Adoption for Demand Management and Capacity PlanningCA Technologies
See Matt Morgan's from UnitedHealth Group, Optum Technology presentation on leveraging full adoption for demand management and capacity planning.
For more information, please visit http://cainc.to/Nv2VOe
2. Table of Contents
Topic Page
Statement of Authenticity 3
Mission Statement 4
Elevator Speech 5
Occupational Timeline 6
Project Samples 8-29
MSU Water Management
Enviroweather
Project Management 31-2
Educator 33
3. Statement of Authenticity
All documents in this portfolio were created by
Steve Marquie or teams of which I was a member.
Other organizations may own the use of rights to
some material contained within this portfolio. All organizations
provided approval for the use of the material.
No document contained within this portfolio may be used by or for
other individuals, groups or organizations
without prior approval by the owner.
3
4. Career Mission Statement
To secure a management position that links teaching and research
for the benefit of future generations. My goal is to apply my
management, organizational and technical skills to benefit projects,
improve goals and optimize resource use. It is vital that my career
and personal life function with harmony to provide a balance within
me. Eventually, I want to pursue my own consulting firm specializing
in guiding projects with an environmental objective to a successful
resolution.
4
5. My Elevator Speech
Hello, I am Steve. Nice to meet you. For the past 19 years, I have committed
my time, energy and personal resources to work as an instructor and manage
a extension project at Michigan State University. Now that I’ve completed my
B.S. degree in Technology Management, I aspire to be part of something
“bigger”. I want to combine my past collective skills and knowledge with the
academic experience on a greater canvas. Already, my organization has
benefitted by my management performance and the success of my academic
endeavors. Does your organization have management challenges? I am
looking a project oriented organization that I can offer my approach to
solutions, innovation and success through my management expertise.
7. Industry Employment
For 11 years I was employed in the broadcast communications industry and
the consumer electronics field. During that time, my duties included systems
maintenance, customer service and supervision. Federal and state licensing
was required for these positions. I held Federal Communications Commission
Radio Telephone License and State of Indiana Electronics Technician
Certifications prior to 1992. I left this industry to pursue occupation endeavors
in academia in 1991.
10. Project Description
This project was located at the Southwest Michigan Research and Extension Center. PI Was Dr. Eric
Hanson. My duty was to design a system to monitor the water flow from drain tiles originating from a
cranberry bog, sample the water output into sample bottles and quantify the nutrients. The underground
tiles also provided a means to flood the bog during harvest. We designed and engineered the
instrumentation system in the lab, but we found some problems once we deployed the system in the field.
Please refer to the drawing provided for “Case Study #3”.
Project and Instrumentation Description
The water flow monitoring system was in 8 foot deep round man-holes, tiles were 6” diameter. The water
flowed into tipping buckets which had sensors installed on them. Each tip transmitted a TTL Pulse to the
data collection system located about 1200 feet away. The computer controlling the DA System logged the
data, (liters/minute) then upon a set flow rate, activated a digital output channel. A digital logic “HIGH”
activated a discrete circuit controlling a mechanical relay. The relay operated the ON/OFF function of a
water sampling pump in the tile. Thus, the computer monitored the water flow and acquired a water sample
based upon flow rate! (See screen shot of the computer).
Duties
My responsibilities were to coordinate field activity with SWMREC managers, plan, organize and implement
the resources necessary to meet project goals. This included supervision of human resources, project
coordination and budget management.
18. Project Conclusion
The “Cranberry Project” successfully demonstrated the potential for
introduction of the crop to Michigan growers provided a quantifiable
monitoring system for determining the potential environmental impact.
Other factors identified from our research identified a necessity for specialized
equipment for harvesting, soil parameters and irrigation demands. Such
demands on resources affect the potential economic “break-even” point and
minimize the crop’s profitability.
19. MSU Project Activity
Since 1996, I have applied my skills to assist in several projects.
Water Quality Field Station – Saginaw Bay
Michigan Blueberry – Southwest Michigan
Michigan Beet – Thumb Region
Michigan Hops – SWMREC / NWMREC
Michigan Soybeans – Decatur
Michigan Potatoes – Statewide
Michigan Asparagus – Hart / New Era
Welches – Lawton
Michigan Horticulture Society
Michigan Cherry Committee
21. MSU Enviroweather and Early “MAWN”
In 2004, a network of 38 remote weather stations. I was hired to provide
technology continuity and operational management to the project. The result
optimizations allowed the project to expand in size, scope and in 2010,
Enviroweather was re-classified as a “Program” at MSU.
25. Cellular Data Modem
This technology, co-developed by the manufacturer, Verizon Wireless and
MSU (MAWN) technologists, revolutionized the data collection from remote
locations. The speed of data collection combined with the reduced cost,
facilitated the design of Enviroweather.
26. Updated Technology
Development in digital
communications offered “near
real-time” data acquisition of
environmental measurements
from the weather stations.
Integrating the new technology
into the system required
collaborative engineering effort
between Michigan State
University, Verizon Wireless and
Multi-Tech Corporation.
27. Outreach
Enviroweather Program endeavors to bring modern technology and
agricultural decision-making tools for IPM to growers, researcher and
managers. Our efforts now include Michigan and Wisconsin with 80 remote
weather stations providing near “real-time” information for crop optimization.
28.
29. Project Conclusion
(2004 to Present)
The MSU Enviroweather Program facilitates growers in Michigan’s diverse
agricultural industry. It now operates continuously, and functions as a
contributor to the national “Mesonet” for the study of climate change.
My contributions to the program focuses on Field Operations Management
and technology optimization. I contribute to our annual financial analysis
reporting on equipment depreciation, site break-even point, financial
statements and Debit/Equity review. My duties also include outreach to our
clients, shareholders and program supporters reporting to the program
advisory board the shareholders needs and concerns.
30. Not all “Projects” are BIG
The following is a sample of projects demonstrating my
management, business and technology skills
31. Depreciation Schedules
Enviroweather - Cust Number GEO2013
2013 Capital Asset Depreciation Schedule List data: No. of years depreciation
4/16/2013 1 3
2 5
3 7
Year to calculate 2013 4 10
5 15
Capital asset
classification
Description Initial cost
Depreciable life
(in years)
Date
purchased
Accumulated
depreciation
beginning of year
Number of depreciable
months in current year
Current year
depreciation
expense
Net asset value at
beginning of year
Remaining
value at end of
year
Note: The area above contains data that populates
the list in the Depreciable life (in years) column.
You can alter this list as needed by using the
Validation command. Do not delete rows 2
through 7, which contain data for the list. If you do,
you'll affect the list.
Equipment $0 0 $0 $0 $0
Logger #N/A 5 06/23/11 #N/A 12 #N/A #N/A #N/A
Logger CR-10X 1,180 10 06/23/06 $767 12 $118 $413 295
Logger #N/A 10 01/01/00 #N/A 12 #N/A #N/A #N/A
Power Supply PS-100 240 5 06/23/11 $72 12 $48 $168 120
MTSMC 340 3 06/25/11 $170 12 $113 $170 57
SW12V 50 5 06/26/11 $15 12 $10 $35 25
12x14 235 10 06/27/11 $35 12 $24 $200 176
HMP-45C 595 3 06/28/11 $298 12 $198 $298 99
HC2S3-L 425 3 06/29/11 $213 12 $142 $213 71
LI200 355 3 06/30/11 $178 12 $118 $178 59
237-L 95 3 07/01/11 $48 12 $32 $48 16
237-L 95 3 07/02/11 $48 12 $32 $48 16
616 160 5 07/03/11 $48 12 $32 $112 80
616 160 5 07/04/11 $48 12 $32 $112 80
TE-525-L 350 10 07/05/11 $53 12 $35 $298 263
Part Number
Description
Cost
SX320J-20 179 10 07/06/11 $27 12 $18 $152 134
SC932-B 92 10 07/07/11 $14 12 $9 $78 69 CR-10X Data Logger $1,180
03001-L 600 5 07/08/11 $180 12 $120 $420 300 HC2S3-L Temp/RH $425
CM106 475 10 07/09/11 $71 12 $48 $404 356 41003-5 Sensor Rad Shield $190
107 85 5 07/09/11 $26 12 $17 $60 43 LI200 Radiation Sensor $355
107 85 5 07/09/11 $26 12 $17 $60 43 2007 015ARM Rad Mount $98
#N/A $0 0 $0 #N/A #N/A LI2003S Rad Mount $35
#N/A $0 0 $0 #N/A #N/A 237-L Leaf Wetness sensor $95
#N/A $0 0 $0 #N/A #N/A 237-L Leaf Wetness sensor $95
#N/A $0 0 $0 #N/A #N/A 616 Soil Moist $160
#N/A $0 0 $0 #N/A #N/A 616 Soil Moist $160
#N/A $0 0 $0 #N/A #N/A TE-525-L Precip Gage $350
#N/A $0 0 $0 #N/A #N/A SX320J-20 Solar Panel $179
#N/A $0 0 $0 #N/A #N/A SC932-B DCE Modem interface $92
#N/A $0 0 $0 #N/A #N/A 17894 Battery $25
#N/A $0 0 $0 #N/A #N/A CR-1000 Data Logger $1,382
#N/A $0 0 $0 #N/A #N/A 03001-L RM Young Wind Sentry $600
#N/A $0 0 $0 #N/A #N/A 107 Soil Temperature $85
#N/A $0 0 $0 #N/A #N/A 107 Soil Temperature $85
#N/A $0 0 $0 #N/A #N/A PS-100 Power Supply $240
#N/A $0 0 $0 #N/A #N/A MTSMC Verizon Cell Xcvr $340
#N/A $0 0 $0 #N/A #N/A SW12V Solid State Switch $50
#N/A $0 0 $0 #N/A #N/A 12x14 Enclosures $235
This depreciation schedule offers an analysis of product
value over time and the time value of money for a project
32. WBS and Gantt Chart
Such software tools as MS Project 2010 offers a practical
method for monitoring project progress and resource
allocation.
33. Academic Unit Activities
Biosystems and Agricultural Engineering Department
Academic Support to:
Dr. Dan Guyer
Dr. Bradley Marks
Dr. Steve Safferman
Dr. Truman Surbrook
Dr. Ajit Srivastava
Dr. Dana Kirk
Dr. Jade Mitchell
34. Educational Development
I teach Project Management to BAE
students starting at the 200 level
courses. As the students progress, we
expand the application in preparation
for their senior design project.
Constant development of academic
material assures technical relevance
and quality. A contributor to the
success of our academic program is
the effort to improve and expand the
course material for undergraduate and
graduate levels. This is a sample of my
contributions.
35. Addendum
Thank you for viewing my Work Portfolio. The efforts behind my
accomplishments reflect a collection of skills from current work, hobbies
and passions. My only limitations to meet goals are those created by lack
of creativity and imagination.